NIFHA) Corporate Plan (2018-2022
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Northern Ireland Fishery Harbour Authority (NIFHA) Corporate Plan (2018-2022) February 2018 Northern Ireland Fishery Harbour Authority Corporate Plan (2018 - 2022) February 2018 Table of Contents INTRODUCTION AND BACKGROUND ................................................................................. 1 INTRODUCTION .............................................................................................................................. 1 OVERVIEW OF NIFHA ..................................................................................................................... 1 FUNCTION AND ACTIVITIES ............................................................................................................... 1 ORGANISATIONAL STRUCTURE .......................................................................................................... 2 INCOME SOURCES & TRENDS ........................................................................................................... 2 CUSTOMERS AND STAKEHOLDERS ...................................................................................................... 3 THE PLANNING CONTEXT ................................................................................................. 5 INTRODUCTION .............................................................................................................................. 5 STRATEGIC /P OLICY CONTEXT ............................................................................................................ 5 MARKET CONTEXT .......................................................................................................................... 7 OPERATING CONTEXT ...................................................................................................................... 8 SUMMARY OF KEY CHALLENGES ..................................................................................... 14 VISION, OBJECTIVES AND FUTURE ACTIVITIES ................................................................. 15 CORPORATE VISION AND VALUES .................................................................................................... 15 CORPORATE AIM .......................................................................................................................... 15 CORPORATE OBJECTIVES ................................................................................................................ 16 BUSINESS STRATEGIES ................................................................................................................... 17 RESOURCE IMPLICATIONS AND FINANCING .................................................................... 24 INTRODUCTION ............................................................................................................................ 24 OUR PEOPLE ................................................................................................................................ 24 INCOME AND EXPENDITURE ............................................................................................................ 24 RISK AND UNCERTAINTIES .............................................................................................................. 26 CAPITAL EXPENDITURE .................................................................................................................. 27 Appendices APPENDIX 1 – NIFHA’S ORGANISATIONAL CHART APPENDIX 2 – CAPITAL WORKS PROGRAMME Corporate Plan (2018-2022) INTRODUCTION AND BACKGROUND Introduction The Northern Ireland Fishery Harbour Authority’s (NIFHA’s) previous Corporate Plan covered the period 2014-2018. This plan covers the period from April 2018 to March 2022. At NIFHA we are passionate about delivering a quality service to our customers and stakeholders. This Corporate Plan sets out the Authority’s updated vision and values, and lists six key objectives it intends to meet to deliver its vision. It also sets out clearly how we will deliver results across all six objectives. The plan reflects feedback obtained from customers and stakeholders on the future direction of the organisation. The following section provides an overview of the role, structure and current activities of NIFHA. Overview of NIFHA Function and Activities NIFHA is an Executive Non-Departmental Public Body (Executive NDPB) sponsored by the Fisheries Division of the Department of Agriculture, Environment and Rural Affairs for Northern Ireland (DAERA). It is a statutory body established in 1973 under the Harbours Act (NI) 1970 and the Northern Ireland Fishery Harbour Authority Order (NI) 1973, and is responsible for the three fishery harbours and harbour estates of Ardglass, Kilkeel and Portavogie. The primary functions of the Harbour Authority are: • To improve, manage and maintain the three fishery harbours and harbour estates of Ardglass, Kilkeel and Portavogie. • to operate such facilities as may be provided at the harbours; • to dredge and maintain the harbour berths, channels and entrances; • to lease, dispose of or develop land vested in the Authority; and • To construct, alter or extend any tidal work (subject to regulatory consent). NIFHA is primarily responsible for ensuring that all on-shore and marine activities within port limits are carried out safely and efficiently and that harbour facilities are maintained and improved in an effective manner. In terms of service provision NIFHA (the Authority) has six key areas of operation:- • the provision of safe navigation channels and berths; • the maintenance of a safe operating environment within the harbours • the provision of services to the vessels including ice, water and electricity 1 Corporate Plan (2018-2022) • the provision and management of fishmarket facilities; • the provision of slipway facilities for vessel maintenance and repair; and • Estate management and development. Organisational Structure NIFHA is managed by a Board consisting of a Chairman, the Chief Executive and between four and eight other Members. The Chairman and Members are appointed by the DAERA Minister and are non- executive. The Board has four sub-committees – Risk and Assurance, Corporate Planning, Finance & General Purposes and Remuneration. The Risk and Assurance sub-committee provides objective advice to the Chief Executive and the Board on corporate governance, risk management and internal control issues. The Chairman and Board Members have overall responsibility for the corporate strategy and governance of the Authority and for setting aims and objectives. The Corporate Plan is normally updated every 4 years and the process involves the continuous monitoring and review of performance with a view to ensuring that overall aims and objectives are achieved. Annual Business Plans are derived from and are consistent with the Corporate Plan. As at 1 January 2018, NIFHA employed 13 operational and maintenance staff and 8 administrative staff. The organisational chart is attached at Appendix 1 for reference. The Head Office is located in Downpatrick and there are offices at each of the three harbours. Income Sources & Trends NIFHA’s income generation is almost totally dependent on the local sea fishing industry. Until now the Authority has been successful in both meeting its running costs and delivering a minor capital works programme from a levy on the value of fish landings and from service provision charges (e.g. berthing dues, ice sales, slipway charges and rental income). Generally the outlook for the fishing industry in Northern Ireland is positive. Prices are relatively good and in December 2017 there were significant quota increases which are considered to be sustainable. Of particular encouragement are increases in whitefish stocks, it is hoped that this marks the beginning of a return to a significant sustainable whitefish fishery. The Authority notes that the two organisations that represent the fishing industry in Northern Ireland are developing an ever more joined up and partnership approach to dealing with the issues that face the industry. The Authority welcomes this development. However there are factors which may weigh heavily on the industry and in turn on NIFHA’s capacity to generate income. Of course the uncertainty over the impact of Brexit is one such factor. Fishermen hope for less regulation and increased quotas but neither is certain nor is it yet clear what the trading relations with Europe will be. The long term impact for the Northern Irish fleet remains uncertain but in the short term there appears to be some significant risk of disruption. 2 Corporate Plan (2018-2022) Indeed the Authority notes the significant number of vessels sold and not replaced during 2017 and early 2018. The reasons for this are complex but it appears that high demand from Scotland for licences is certainly a major factor. Fewer vessels will impact the Authority’s revenue but the overall impact remains uncertain as other vessels may be able to increase effort to compensate for lost capacity. Overall the Authority is minded to take a cautious view until the overall impact becomes clearer. The Authority has long been concerned that there appears to be few new entrants into the market and that the average age of both owners and skippers continues to rise. It may be that a combination of a more corporate business model and increased opportunity making fishing more attractive to new entrants will address this issue. The Authority considers it likely that over time the offshore fleet will move to fewer, larger vessels which will still remain